Acando - Business Process Management - ProcessForum Nordic, Nov.14 2013
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Business Process Management Why Did We Fail and What Do We Need to Do to Get it Right Next Time? Stockholm, November 14 th 2013 Dr. Roger Lundegård Head of Strategy & Transformation Acando Management Consulting Tel: +46-72-517 7106 [email protected]
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Presentation at ProcessForum Nordic 2013.
Transcript of Acando - Business Process Management - ProcessForum Nordic, Nov.14 2013
© Acando AB © Acando AB
Business Process Management
Why Did We Fail and What Do We Need to Do to Get it Right Next Time?
Stockholm, November 14th 2013
Dr. Roger Lundegård
Head of Strategy & Transformation
Acando Management Consulting
Tel: +46-72-517 7106
© Acando AB
Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
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© Acando AB
This session will elaborate on the WHY, HOW, and WHAT of
process management
2013-11-18 2
© Acando AB
Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
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The primary purpose of the organisation structure is to
coordinate activities and resources in the value chain
4 Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
© Acando AB
In the same way as for organizations, the design principles of
airplanes affect the need for coordination
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The design of the organization structure affects the need for cross-
functional coordination and decision-making
6 Source: The results from research on organization theory and industrial engineering and management from the 1950s and onwards
© Acando AB
The organization design affects the three main structural features
affecting the need for coordination
7 Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
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Using the model, we can see that different companies have
different need for coordination
8 Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
© Acando AB
The strategic agenda in Volvo outlines a clear direction of increased
integration which increases the need for governance and processes
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Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
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The performance gap can be handled through two main strategies,
reduce need or increase ability to coordinate
11 Source: The results from academic research on organization design and industrial engineering and management from the 1950s and onwards
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Processes is one of the governance models which enables
horizontal coordination
12 Source: The results from research on organization theory and industrial engineering and management from the 1950s and onwards
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Even if organizations and processes have been around for some
time, confusion still arises on different occasions
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As expected, different organizations have different approaches
to processes
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A common mistake is to optimizing each function’s processes
instead of capturing the holistic end-to-end flow..
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..and to assign the line managers as the process owners..
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..using a too rudimentary approach to process design
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Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
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Much of the resistance to process management can be found
in how it triggers our reptilian brain
19 Source: The results from academic research on psychology and change management
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To resolve the conflict, we need to define how process roles
and line organization roles shall work in symbiosis
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The model sets the pendulum into the optimal position for the
balanced organization that maximizes performance
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In addition to designing and implementing the governance models, the
proper dynamic leadership and corporate culture needs to be nurtured
22 Source: The results from academic research on psychology and change management
© Acando AB
Contents
● Introduction
● The WHY?
● The HOW?
● The WHAT?
● Wrap-up
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© Acando AB
Some of the key messages from this session
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